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Chapter 21

Chapter 21. Promotions, Transfers and Separations. Scheme. Promotions Purposes Principles Types Transfers Reasons Principles Types Separations Layoff Resignation Desmissal or discharge Retrenchment VRS. Principles of Promotion. New hires or internal promotions

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Chapter 21

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  1. Chapter 21 Promotions, Transfers and Separations

  2. Scheme • Promotions • Purposes • Principles • Types • Transfers • Reasons • Principles • Types • Separations • Layoff • Resignation • Desmissal or discharge • Retrenchment • VRS

  3. Principles of Promotion • New hires or internal promotions • Seniority or merit • Promotion to vacancies or no vacancies • Promotion chart • Frequent promotions not advisable • Preceeded by job analysis and performance appraisal • Policy to be discussed with unions

  4. Types of Promotion • Horizontal • Vertical • Dry

  5. Principles of Transfers 1. The frequency of transfers and the minimum period between transfers need to be decided upon and made known to all the employees. Defence personnel and government employees, for example, are subjected to transfer once in three years. The employees in these establishments know when they are due for a transfer and are prepared for it. 2. The authority which would handle transfers is to be decided upon. The usual practice is that transfers in each department are handled by the person in charge of that department. The best course is to centralise the authority handling transfers, and make the HR department responsible for them. 3. The criteria for entertaining transfers need to be laid down and strictly adhered to.

  6. Contd…. 4. The area of the organisation over which transfers can be made need to be defined. 5. The effect of the transfer on the pay and seniority of the transferred employee may be clearly evaluated. 6. Transfers should be clearly defined as permanent or temporary. 7. he performance of the employee needs to be assessed before transferring him or her to a different job. Similarly, the job itself must be properly described. Job description and employee assessment enable the management to know whether the individual fits the new job or whether he or she needs training before taking up the new assignment. 8. The interests of the organisation are not be forgotten in framing a policy of transfers.

  7. Types of Transfers • Production • Replacement • Versatality • Shift • Remedial

  8. Separations • Lay-off • Resignation • Dismissal • Retrenchment • VRS

  9. VRS at SAIL

  10. VRS in NTC

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